Chapter 1 Notes - Chapter 1 What is Organization Behavior...

Chapter 1: What is Organization Behavior?Managers: The people who oversee the activities of others and are responsible for attaining goals in these organizations (also called administrators).•Get things done through other peopleoMake decisionsoAllocate resourcesoDirect the activities of others to attain goals•Do their work in an organization•Responsible for designing an organization’s structure•Perform 4 management functions:oPlanning: Defining an organization’s goalsEstablishing an overall strategy for achieving those goalsDeveloping a comprehensive set of plans to integrate and coordinate activitiesoOrganizing:Determining what tasks are to be doneWho is to those tasksHow the tasks are to be groupedWho reports to whomWhere decisions are to be madeoCoordinating: Motivating employeesDirecting the activities of othersSelecting the most effective communication channelsResolving conflicts among membersoControlling:Monitor the organization’s performanceCompare actual performance to previously set goalsGet the organization back on track if significant deviations have occurredOrganization: Consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals; examples:•Manufacturing and service firms•Schools•Hospitals•Churches•Military units•Retails stores•Police departments•Local, state, and federal government agenciesMintzberg’s Managerial Roles: 10 different, highly interrelated roles (or sets of behaviors) manager’s perform that are attributable to their jobs; grouped primarily as:

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•Interpersonal Roles: Duties that are ceremonial and symbolic in natureoFigurehead: Symbolic head; required to perform a number of routine duties of a legal or social natureoLeader: Responsible for the motivation and direction of employees; includes:HiringTrainingMotivatingDiscipliningoLiaison: Maintains a network of outside contacts who provide favors and informationInternal Liaison: e.g. Sales manager who obtains information from the quality control manger in his or her own companyOutside Liaison: e.g. Sales manager who has contact with other sales executives through marketing trade association•Informational Roles: Collect information from outside organizations and institutionsoMonitor: Receives wide variety of information; serves as never center of internal and external information of the organization.

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